1.การให้พนักงานมีส่วนร่วมในdownsizi

1.การให้พนักงานมีส่วนร่วมในdownsizing โดยการเปิดโอกาสให้พนักงานซึ่งเป็นผู้มีความรู้ความสามารถมีส่วนในการเสนอความคิดเห็น พนักงานควรอยู่ในช่วงการแก้ปัญหาเพื่อให้ได้ข้อมูลที่มีค่าของพวกเขา ข้อมูลเหล่านี้จะเป็นประโยชน์ต่อองค์กรในการแก้ไขปัญหาและช่วยสร้างความมุ่งมั่นของพนักงาน
2. Communication

Communication is the key element during the planning, implementation and postimplementation stages of downsizing. Lack of knowledge and/or information can breed mistrust of management and dampen employee morale among survivors of downsizing. Employees do not want to be in a vacuum. A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated that they were aware of the downsizing through the organization's publicity programs (e.g. company newsletter). Because of these programs, employees perceived that the organization conducted the downsizing openly, which contributed to the maintaining of their loyalty and commitment to the organization.

Human resource leaders must ensure constant, candid and two-- way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at L.L. Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions from the audience. The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best Practices in Downsizing, 1997). Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through the transition; the immediate next step in continued business activities; and discussions of any recommitment programs scheduled in the near future (Jackson, 1996). Without these understandings, many survivors will become angry, resentful and depressed, which will have a great impact on productivity after downsizing.

David Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is in control and is concerned about the impact of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing, 1997).

Results (English) 1:

1. the employee is involved in downsizing. By allowing employees who have knowledge and be able to take part in the proposed comments. Employees should be in the range of solutions in order to get their valuable information. This information will be beneficial to the organizations to solve problems and to help build employee commitment. 2. CommunicationCommunication is the key element during the planning, implementation and postimplementation stages of downsizing. Lack of knowledge and/or information can breed mistrust of management and dampen employee morale among survivors of downsizing. Employees do not want to be in a vacuum. A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated that they were aware of the downsizing through the organization's publicity programs (e.g. company newsletter). Because of these programs, employees perceived that the organization conducted the downsizing openly, which contributed to the maintaining of their loyalty and commitment to the organization.Human resource leaders must ensure constant, candid and two-- way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at L.L. Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions from the audience. The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best Practices in Downsizing, 1997). Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through the transition; the immediate next step in continued business activities; and discussions of any recommitment programs scheduled in the near future (Jackson, 1996). Without these understandings, many survivors will become angry, resentful and depressed, which will have a great impact on productivity after downsizing.David Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is in control and is concerned about the impact of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing, 1997).

Results (English) 2:

1. The staff involved in downsizing. By encouraging staff who are competent in offering an opinion. Employees should be in a range of solutions to their valuable data. This information is useful to the organization in the troubleshooting and help build employee commitment
2. Communication Communication is the Key element during the planning, implementation and Postimplementation Stages of downsizing. Lack of Knowledge and / or information Can breed Mistrust of Management and Dampen employee Morale among survivors of downsizing. Employees do not Want to be in a Vacuum. A recent. survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated that they were aware of the downsizing through. the Organization's Publicity programs (eg Company Newsletter). Because of these programs, employees perceived that the Organization conducted the downsizing openly, which contributed to the maintaining of their Loyalty and commitment to the Organization. Human Resource Leaders must ensure Constant, Candid and Two-. - way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at LL Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions from the audience. . The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best Practices in Downsizing, 1997). Employees. must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through the transition; the immediate next step in. continued business activities; and discussions of any recommitment programs Scheduled in the near Future (Jackson, one thousand nine hundred and ninety-six). Without these Understandings, many survivors Will Become Angry, Resentful and depressed, which Will have a Great Impact on Productivity after downsizing. David Noer (1,993. ), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that. the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is in control and is concerned about the impact. of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing, 1997).

Results (English) 3:

1.Of employees involved in the downsizing. By allowing the staff which is the talent involved in their opinions. Employees should be in the range of solutions to obtain valuable information of them.
.2. Communication

Communication is the key element during, the planning implementation and postimplementation stages of. Downsizing. Lack of knowledge and / or information can breed mistrust of management and dampen employee morale among survivors. Of downsizing. Employees do not want to be in a vacuum.A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall,, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others. Indicated that they were aware of the downsizing through the organization 's publicity programs (e.g. Company newsletter).Because of these programs employees perceived, that the organization conducted the downsizing openly which contributed,, To the maintaining of their loyalty and commitment to the organization.

Human resource leaders must, ensure constant candid. And two - way communication during downsizing. Too much communication is impossible during downsizing. During a reduction. In the workforce at, Bean L.L.The company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions. From the audience. The, company president Leon Gorman felt that, this was the richest part of each meeting. It let front-line. People vent their feelings and know that they had been heard (Serving the American Public: Best Practices, in Downsizing. 1997).Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons. For the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them. Through the transition; the immediate next step in continued business activities;And discussions of any recommitment programs scheduled in the near, future (Jackson 1996). Without, these understandings. Many survivors will become angry resentful depressed which, and, will have a great impact on productivity after downsizing.

David. Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and, Revitalizing DownsizedStresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the. Reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared. Experience. This clear and truthful communication from Leadership helps dispel rumors which are worse than reality, In addition.It demonstrates to the survivors that senior management is aware of what, is happening is in control and is concerned about. The impact of its decisions on employees. This communication also provides senior management with an opportunity to stress. To the survivors that the result of the downsizing will be a healthier Organization (Serving the American Public: Best Practices. In, Downsizing 1997).
.